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A paucity of studies has used a microfoundation lens to examine servitization processes in internationalized knowledge-intensive business service (KIBS) companies. The research aims to bridge this gap by considering knowledge sharing as a form of both codified knowledge and informal feedback knowledge; it also assesses whether the adoption of knowledge transfer and translation practices in a servitization process positively moderates the effect of knowledge transformation on knowledge sharing for internationalized KIBS companies.

By adopting a microfoundation lens, the research offers an empirical analysis to identify the relations between codified and tacit knowledge in servitization processes within internationalized KIBS companies. The study is based on 326 respondents from 30 KIBS companies. A multiple regression analysis was used for hypotheses testing.

The authors found significant relations among the use of electronic documents in the servitization process (formal codified knowledge), personal advice in servitization (informal feedback knowledge) and knowledge sharing in internationalized KIBS companies. Findings also support the indirect effect assumed in the hypothesis between knowledge transformation and knowledge sharing in internationalized KIBS companies, which is positively moderated by the adoption of cross-cultural knowledge practices in the servitization process.

To the best of the authors’ knowledge, this research provides the first conceptual model of the use of a microfoundation lens to examine knowledge sharing in internationalized KIBS companies. The micro level features individual knowledge sharing in the servitization process, while the meso level focuses on knowledge transformation in KIBS companies and the adoption of knowledge transfer and translation practices in the servitization process.

Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper.

The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey.

A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability.

The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so.

Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

This study aims to contribute to understanding of knowledge management and sharing in the public sector in the Middle East through a case study based investigation of knowledge management initiatives and associated challenges and barriers.

Semi‐structured interviews were conducted with 15 police officers of different rank and position. Questions focussed on knowledge management strategies and approaches to encouraging employees to exchange and share knowledge, and difficulties associated with encouraging officers to share knowledge. Interviews were either recorded and transcripts created, or notes were taken. A three‐stage thematic analysis of the interview transcripts was undertaken.

The Dubai Police Force has made a strategic commitment to the development of knowledge management to enhance performance. It established a Skills Investment Programme in 2003, a Knowledge Management Department in 2005, and more recently, in 2009, a Curriculum Department. However, the evidence from interviews suggests that the force has yet to succeed in embedding a knowledge culture. Four key factors were identified repeatedly as potential barriers to knowledge sharing: organizational structure, leadership, time allocation, and trust.

This article demonstrates the importance of leadership, time allocation, and trust in promoting a knowledge culture and encouraging knowledge sharing. In Arab cultures, leadership and trust, and associated rewards such as respect have a particular role to play.

This study seeks to contribute to understanding of knowledge management and, specifically, knowledge sharing in the public sector through a case study‐based investigation of knowledge management policies and strategies, and knowledge‐sharing processes in four UK police forces.

Semi‐structured interviews were conducted with ten police officers in three police forces, and in the National Policing Improvement Agency. Questions focused on knowledge management strategy, strategies for encouraging staff to share and exchange knowledge, and any challenges in these areas. Interviews were recorded and transcripts created. A three‐stage thematic analysis of the interview transcripts was undertaken.

None of the case study organizations has an overarching knowledge management strategy or policy, although there is widespread recognition of the importance of intelligence and knowledge sharing to successful policing. The three police forces, supported by the National Policing Improvement Agency, do try to embody knowledge management in their strategies, processes and training methods, although it is sometimes difficult to identify relevant initiatives and practices. Forces are facing major issues in encouraging knowledge sharing as a result of the culture, the size of the force, and variable recognition of the value of knowledge management.

The study concurs with earlier work on research into knowledge management and knowledge sharing in the public sector that suggests that these processes are implicit and embedded in the culture of such organizations. This makes it challenging to “manage” knowledge in such contexts. The paper offers some insights into how knowledge is managed in the UK police force.

The purpose of this paper is to explore the influence mechanism of job satisfaction and positive affect on knowledge sharing among project members in Chinese construction industry, and test the moderating role of organizational commitment between them in order to find a new approach from the perspective of psychology to improve the knowledge sharing performance within project management organizations in China constantly.

An empirical study was used based on confirmatory factor analysis and hierarchical regression analysis with a sample of 540 project members from 80 project management organizations in China.

Research results showed that job satisfaction and positive affect of project members both have a significant positive impact on knowledge sharing; organizational commitment could moderate the influence of job satisfaction and positive affect on knowledge sharing among project members partially within the Chinese context.

A questionnaire study from China only represents the relationship and regular pattern within a shorter time interval in the Chinese context. It is necessary to continue to implement a longitudinal study in a relatively long period in future research.

Knowledge sharing among project members can be enhanced through improving job satisfaction and positive affect, and strengthening project members’ organizational commitment can amplify the influence effect of job satisfaction and positive affect on knowledge sharing.

This paper clarifies the direct influence mechanism of project members’ job satisfaction and positive affect on explicit knowledge sharing (EKS) and tacit knowledge sharing (TKS), and further tests the partial moderating effect of organizational commitment on the influence relationship of job satisfaction and positive affect on EKS and TKS.

The purpose of this paper is to analyze the knowledge sharing behavior of faculty members of research universities in emerging economies after considering the predicting role of knowledge management enablers and mediating role of trust.

The study was conducted through self-administered survey of faculty members of research universities in Pakistan. Correlation, causal steps approach and the normal test theory approach were used to find out the role of trust among knowledge management enablers and knowledge sharing.

The results showed that trust of faculty members at research universities was developed through knowledge management enablers which promote knowledge sharing. Therefore, the association between knowledge management enablers, trust and knowledge sharing is positive.

The current study investigates the relationships of knowledge management enablers on knowledge sharing; future studies should be conducted as an extension of this work to find out the outcomes of this relationship such as performance of faculty members as well as effectiveness and competitive advantages of knowledge sharing.

Mediating role of trust on knowledge enablers and knowledge sharing provided that university administration and policy makers should create culture which support trust worthy relationships among faculty members where knowledge sharing could flourish.

The study confirmed the mediating effect of trust between the relationships of knowledge self-efficacy, reciprocal benefit, face to face interactive communication and knowledge sharing, while there is a partial mediating role of trust between knowledge management system infrastructure and knowledge sharing.

This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing.

Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey.

The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups.

This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance.

Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

New generation of construction workers (NGCWs) who were born in the 1980s and later have gradually become the main workforce of Chinese construction industry. They may behave differently when dealing with knowledge-related activities due to divergent characteristics caused by generational discrepancy. To provide a theoretical foundation for construction companies and safety managers to improve safety management, this research explores the factors and paths impacting the NGCWs' ability to share their safety knowledge.

Based on literature review, main factors that influence the safety knowledge sharing of the NGCWs were identified. Decision-Making Trial and Evaluation Laboratory and Interpretive Structural Modeling were applied to identify the hierarchical and contextual relations among the factors influencing the safety knowledge sharing of the NGCWs.

The results showed that sharing atmosphere ranked first in centrality and had a high degree of influence and being influenced, indicating itself an extremely important influencing factor of safety knowledge sharing of NGCWs. Six root influencing factors were identified, including individual characteristics, work pressure, sharing platform, incentive mechanism, leadership support and safety management system.

The number of influencing factors of safety knowledge sharing of the NGCWs identified in this study is limited, and the data obtained by the expert scoring method is subjective. In future studies, the model should be further developed and validated by incorporating experts from different fields to improve its integrity and applicability.

The influencing factors identified in this paper can provide a basis for construction companies and safety managers to improve productivity and safety management by taking relevant measures to promote safety knowledge sharing. The research contributes to the understanding knowledge management in the context of the emerging market. It helps to answer the question of how the market can maintain the economic growth success through effective knowledge management.

This paper investigates the influencing factors of NGCWs' safety knowledge sharing from the perspective of intergenerational differences, and the 13 influencing factor index system established expands the scope of research on factors influencing safety knowledge sharing among construction workers and fills the gap in safety knowledge sharing research on young construction workers. Furthermore, this paper establishes a multi-layer recursive structure model to clarify the influence path of the influencing factors and contributes to the understanding of safety knowledge sharing mechanism.

Despite the significance of knowledge sharing for competitive advantage in networked businesses like franchising systems, there is a lack of comprehensive understanding regarding the strategic value of knowledge sharing in the context of franchising. In particular, the specific contribution of information and communication technologies (ICTs) in facilitating interorganizational knowledge exchange among franchising members remains inadequately understood, particularly in emerging economies. Therefore, this study aims to explore the mechanisms involved in the knowledge-sharing process facilitated by a virtual learning environment (VLE) within franchising networks and examine the role of VLEs in facilitating knowledge.

This study uses a multiple-case study approach involving 24 franchisees and the franchisor within a Brazilian franchising network operating in the furniture market to examine the role played by a VLE.

The results of the study reveal that the introduction of a VLE has played a significant role in fostering enhancements in the knowledge-sharing process among the franchisor and franchisees in the network. Moreover, the results indicate that VLEs play a significant role in overcoming geographical obstacles, thereby enabling efficient knowledge sharing between franchisees and franchisors operating in extensive territorial contexts. Finally, findings indicate that intracommercial competition acts as a prominent barrier, leading to low levels of cooperation and knowledge-sharing intent among franchisees within the network.

This study contributes to the existing knowledge by enhancing the understanding of how ICTs can facilitate knowledge sharing in organizations operating within franchising systems. Furthermore, this paper advances the comprehension of the role of networking franchising configuration and governance in supporting organizational improvements. Additional actionable insights are provided.

Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate.

As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique.

The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome.

This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations.

This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge-sharing microfoundations from the perspective of a counterproductive knowledge behaviour.